The main

objectives of management are:

Getting Maximum Results with Minimum Efforts - The main objective of

management is to secure maximum outputs with minimum efforts & resources. Management is basically concerned with thinking & utilizing human, material & financial resources in such a manner that would result in best combination. This combination results in reduction of various costs.

Increasing the Efficiency of factors of Production - Through proper

utilization of various factors of production, their efficiency can be increased to a great extent which can be obtained by reducing spoilage, wastages and breakage of all kinds, this in turn leads to saving of time, effort and money which is essential for the growth & prosperity of the enterprise.

Maximum Prosperity for Employer & Employees - Management ensures

smooth and coordinated functioning of the enterprise. This in turn helps in providing maximum benefits to the employee in the shape of good working condition, suitable wage system, incentive plans on the one hand and higher profits to the employer on the other hand.

Human betterment & Social Justice - Management serves as a tool for the
upliftment as well as betterment of the society. Through increased productivity & employment, management ensures better standards of living for the society. It provides justice through its uniform policies.

FUNCTIONS OF MANAGEMENT
Management has been described as a social process involving responsibility for economical and effective planning & regulation of operation of an enterprise in the fulfillment of given purposes. It is a dynamic process consisting of various elements and activities. These activities are different from operative functions like marketing, finance, purchase etc. Rather these activities are common to each and every manger irrespective of his level or status.

Different experts have classified functions of management. According to George & Jerry, There are four fundamental functions of management i.e. planning, organizing, actuating and controlling. According to Henry Fayol, To manage is to forecast and plan, to organize, to command, & to control. Whereas Luther Gullick has given a keyword POSDCORB where P stands for Planning, O for Organizing, S for Staffing, D for Directing, Co for Co-ordination, R for reporting & B for Budgeting. But the most widely accepted are functions of management given by KOONTZ and ODONNEL i.e. Planning, Organizing, Staffing, Directing and Controlling.

For theoretical purposes, it may be convenient to separate the function of management but practically these functions are overlapping in nature i.e. they are highly inseparable. Each function blends into the other & each affects the performance of others.

Planning
It is the basic function of management. It deals with chalking out a future course of action & deciding in advance the most appropriate course of actions for achievement of pre-determined goals. According to KOONTZ, Planning is deciding in advance - what to do, when to do & how to do. It bridges the gap from where we are & where we want to be. A plan is a future course of actions. It is an exercise in problem solving & decision making. Planning is determination of courses of action to achieve desired goals. Thus, planning is a systematic thinking about ways & means for accomplishment of pre-determined goals. Planning is necessary to ensure proper utilization of human & non-human resources. It is all pervasive, it is an intellectual activity and it also helps in avoiding confusion, uncertainties, risks, wastages etc.

Organizing
It is the process of bringing together physical, financial and human resources and developing productive relationship amongst them for achievement of organizational goals. According to Henry Fayol, To organize a business is to provide it with everything useful or its functioning i.e. raw material, tools, capital and personnels. To organize a business involves determining & providing human and nonhuman resources to the organizational structure. Organizing as a process involves:

Identification of activities. Classification of grouping of activities. Assignment of duties. Delegation of authority and creation of responsibility. Coordinating authority and responsibility relationships.

Staffing
It is the function of manning the organization structure and keeping it manned. Staffing has assumed greater importance in the recent years due to advancement of technology, increase in size of business, complexity of human behavior etc. The main purpose o staffing is to put right man on right job i.e. square pegs in square holes and round pegs in round holes. According to Kootz & ODonell, Managerial function of staffing involves manning the organization structure through proper and effective selection, appraisal & development of personnel to fill the roles designed un the structure. Staffing involves:

Manpower Planning (estimating man power in terms of searching, choose the person and giving the right place). Recruitment, selection & placement. Training & development. Remuneration. Performance appraisal. Promotions & transfer.

Directing
It is that part of managerial function which actuates the organizational methods to work efficiently for achievement of organizational purposes. It is considered life-spark of the enterprise which sets it in motion the action of people because planning, organizing and staffing are the mere preparations for doing the work. Direction is that inert-personnel aspect of management which deals directly with influencing, guiding, supervising, motivating sub-ordinate for the achievement of organizational goals. Direction has following elements:

Supervision Motivation Leadership Communication Supervision- implies overseeing the work of subordinates by their superiors. It is the act of watching & directing work & workers.

Motivation- means inspiring, stimulating or encouraging the sub-ordinates with zeal to work. Positive, negative, monetary, non-monetary incentives may be used for this purpose.

Leadership- may be defined as a process by which manager guides and influences the work of subordinates in desired direction.

Communications- is the process of passing information, experience, opinion etc from one person to another. It is a bridge of understanding.

Controlling
It implies measurement of accomplishment against the standards and correction of deviation if any to ensure achievement of organizational goals. The purpose of controlling is to ensure that everything occurs in conformities with the standards. An efficient system of control helps to predict deviations before they actually occur. According to Theo Haimann, Controlling is the process of checking whether or not proper progress is being made towards the objectives and goals and acting if necessary, to correct

any deviation. According to Koontz & ODonell Controlling is the measurement & correction of performance activities of subordinates in order to make sure that the enterprise objectives and plans desired to obtain them as being accomplished. Therefore controlling has following steps:

Establishment of standard performance. Measurement of actual performance. Comparison of actual performance with the standards and finding out deviation if any. Corrective action.

Objectives of Production Control

The success of an enterprise greatly depends on the performance of its production control department. The production control department generally has to perform the following functions: Provision of raw material, equipment, machines and labour. To organize production schedule in conformity with the demand forecasts. The resources are used in the best possible manner in such a way that the cost of production is minimized and delivery date is maintained. A principle refers to a fundamental truth. It establishes cause and effect relationship between two or more variables under given situation. They serve as a guide to thought & actions. Therefore, management principles are the statements of fundamental truth based on logic which provides guidelines for managerial decision making and actions. These principles are derived: -

On the basis of observation and analysis i.e. practical experience of managers. By conducting experimental studies.

There are 14 Principles of Management described by Henri Fayol.

Division of Labor
Henry Fayol has stressed on the specialization of jobs. He recommended that work of all kinds must be divided & subdivided and allotted to various persons according to their expertise in a particular area. Subdivision of work makes it simpler and results in efficiency. It also helps the individual in acquiring speed, accuracy in his performance. Specialization leads to efficiency & economy in spheres of business. Party of Authority & Responsibility

Authority & responsibility are co-existing.

If authority is given to a person, he should also be made responsible. In a same way, if anyone is made responsible for any job, he should also have concerned authority. Authority refers to the right of superiors to get exactness from their sub-ordinates whereas responsibility means obligation for the performance of the job assigned. There should be a balance between the two i.e. they must go hand in hand. Authority without responsibility leads to irresponsible behavior whereas responsibility without authority makes the person ineffective.

Principle of One Boss

A sub-ordinate should receive orders and be accountable to one and only one boss at a time. In other words, a sub-ordinate should not receive instructions from more than one person because - It undermines authority - Weakens discipline

- Divides loyalty - Creates confusion - Delays and chaos - Escaping responsibilities - Duplication of work - Overlapping of efforts Therefore, dual sub-ordination should be avoided unless and until it is absolutely essential. Unity of command provides the enterprise a disciplined, stable & orderly existence. It creates harmonious relationship between superiors and sub-ordinates.

Unity of Direction
Fayol advocates one head one plan which means that there should be one plan for a group of activities having similar objectives. Related activities should be grouped together. There should be one plan of action for them and they should be under the charge of a particular manager. According to this principle, efforts of all the members of the organization should be directed towards common goal. Without unity of direction, unity of action cannot be achieved. In fact, unity of command is not possible without unity of direction. Basis Unity of command Unity of direction

Meaning It implies that a sub-ordinate should receive orders & instructions from only one boss. It means one head, one plan for a group of activities having similar objectives. Nature It is related to the functioning of personnels. or organization as a whole. Necessity organization. Advantage resources. It is related to the functioning of departments,

It is necessary for fixing responsibility of each subordinates.

It is necessary for sound

It avoids conflicts, confusion & chaos.

It avoids duplication of efforts and wastage of

Result It leads to better superior sub-ordinate relationship.

It leads to smooth running of the

enterprise. Therefore it is obvious that they are different from each other but they are dependent on each other i.e. unity of direction is a pre-requisite for unity of command. But it does not automatically comes from the unity of direction.

Equity
Equity means combination of fairness, kindness & justice. The employees should be treated with kindness & equity if devotion is expected of them. It implies that managers should be fair and impartial while dealing with the subordinates. They should give similar treatment to people of similar position. They should not discriminate with respect to age, caste, sex, religion, relation etc. Equity is essential to create and maintain cordial relations between the managers and sub-ordinate. But equity does not mean total absence of harshness. Fayol was of opinion that, at times force and harshness might become necessary for the sake of equity.

Order
This principle is concerned with proper & systematic arrangement of things and people. Arrangement of things is called material order and placement of people is called social order. Material order- There should be safe, appropriate and specific place for every article and every place to be effectively used for specific activity and commodity. Social order- Selection and appointment of most suitable person on the suitable job. There should be a specific place for every one and everyone should have a specific place so that they can easily be contacted whenever need arises.

Discipline
According to Fayol, Discipline means sincerity, obedience, respect of authority & observance of rules and regulations of the enterprise. This principle applies that subordinate should respect their superiors and obey their order.

It is an important requisite for smooth running of the enterprise. Discipline is not only required on path of subordinates but also on the part of management. Discipline can be enforced if - There are good superiors at all levels. - There are clear & fair agreements with workers. - Sanctions (punishments) are judiciously applied.

Initiative
Workers should be encouraged to take initiative in the work assigned to them. It means eagerness to initiate actions without being asked to do so. Fayol advised that management should provide opportunity to its employees to suggest ideas, experiences& new method of work. It helps in developing an atmosphere of trust and understanding. People then enjoy working in the organization because it adds to their zeal and energy. To suggest improvement in formulation & implementation of place. They can be encouraged with the help of monetary & non-monetary incentives.

Fair Remuneration
The quantum and method of remuneration to be paid to the workers should be fair, reasonable, satisfactory & rewarding of the efforts. As far as possible it should accord satisfaction to both employer and the employees. Wages should be determined on the basis of cost of living, work assigned, financial position of the business, wage rate prevailing etc. Logical & appropriate wage rates and methods of their payment reduce tension & differences between workers & management creates harmonious relationship and pleasing atmosphere of work. Fayol also recommended provision of other benefits such as free education, medical & residential facilities to workers.

Stability of Tenure

Fayol emphasized that employees should not be moved frequently from one job position to another i.e. the period of service in a job should be fixed. Therefore employees should be appointed after keeping in view principles of recruitment & selection but once they are appointed their services should be served. According to Fayol. Time is required for an employee to get used to a new work & succeed to doing it well but if he is removed before that he will not be able to render worthwhile services. As a result, the time, effort and money spent on training the worker will go waste. Stability of job creates team spirit and a sense of belongingness among workers which ultimately increase the quality as well as quantity of work.

Scalar Chain
Fayol defines scalar chain as The chain of superiors ranging from the ultimate authority to the lowest. Every orders, instructions, messages, requests, explanation etc. has to pass through Scalar chain. But, for the sake of convenience & urgency, this path can be cut shirt and this short cut is known as Gang Plank. A Gang Plank is a temporary arrangement between two different points to facilitate quick & easy communication as explained below:

In the figure given, if D has to communicate with G he will first send the communication upwards with the help of C, B to A and then downwards with the help of E and F to G which will take quite some time and by that time, it may not be worth therefore a gang plank has been developed between the two.

Gang Plank clarifies that management principles are not rigid rather they are very flexible. They can be moulded and modified as per the requirements of situations

Sub-Ordination of Individual Interest to General Interest

An organization is much bigger than the individual it constitutes therefore interest of the undertaking should prevail in all circumstances. As far as possible, reconciliation should be achieved between individual and group interests. But in case of conflict, individual must sacrifice for bigger interests. In order to achieve this attitude, it is essential that -

- Employees should be honest & sincere. - Proper & regular supervision of work. - Reconciliation of mutual differences and clashes by mutual agreement. For example, for change of location of plant, for change of profit sharing ratio, etc.

Espirit De Corps (can be achieved through unity of command)

It refers to team spirit i.e. harmony in the work groups and mutual understanding among the members. Spirit De Corps inspires workers to work harder. Fayol cautioned the managers against dividing the employees into competing groups because it might damage the moral of the workers and interest of the undertaking in the long run. To inculcate Espirit De Corps following steps should be undertaken There should be proper co-ordination of work at all levels Subordinates should be encouraged to develop informal relations among themselves. Efforts should be made to create enthusiasm and keenness among subordinates so that they can work to the maximum ability. Efficient employees should be rewarded and those who are not up to the mark should be given a chance to improve their performance. Subordinates should be made conscious of that whatever they are doing is of great importance to the business & society. He also cautioned against the more use of Britain communication to the subordinates i.e. face to face communication should be developed. The managers should infuse team spirit & belongingness. There should be no place for misunderstanding. People then enjoy working in the organization & offer their best towards the organization.

Centralization & De-Centralization

Centralization means concentration of authority at the top level. In other words, centralization is a situation in which top management retains most of the decision making authority. Decentralization means disposal of decision making authority to all the levels of the organization. In other words, sharing authority downwards is decentralization. According to Fayol, Degree of centralization or decentralization depends on no. of factors like size of business, experience of superiors, dependability & ability of subordinates etc.

Anything which increases the role of subordinate is decentralization & anything which decreases it is centralization. Fayol suggested that absolute centralization or decentralization is not feasible. An organization should strike to achieve a lot between the two.

Production Planning And Control 8 1.7 THE MAIN

OBJECTIVES OF PRODUCTION PLANNING

1. To determine capacity of all manufacturing departments and to plan systematicallycoordinated and

related production activities within the scope of the enterprise to meet salesrequirements .2. To translate orders received from sales department into orders on the works departmentand to ensure steady plans of production activities. 3. To find ways and means through which product manufacturing requirements such asmaterials and their necessary constituents such may be available in right quality and quantityat the right time. 4. To coordinate a number of different department groups so that a fine balance of activitiesmay be maintained. 5. To promote fuller utilization of plants. 6. To assist labour towards right and greater earnings. 7. To train staff in the effective performance of their duties.

Objectives and Applicability of Factory Act:

The Factories Act regulates the conditions of work (health, safety, etc) in factories. It safeguards the interests of the workers and it is for the welfare of the factory workers. The act received the assent of Governor General of India on September 23, 1948 and came into force on April 1, 1949. This act was further amended many times. The act is applicable to any factory in which ten or more than ten workers are working. The act has a provision in respect of: a) Employee health and safety,

b) Hours of work, c) Sanitary conditions and wholesome work environments, d) Employee welfare, e) Leave with wages, etc.

Scope of the Factory Act 1948

Regulate working condition in the factories. Basic minimum requirements for ensuring safety, health and welfare of workers Applicable of all workers Applicable to all factories using power and employing 10 or more workers and if not using power, employing 20 or more workers on any day of the preceding 12 months

Main provisions of Factory Act 1948

Compulsory approval, licensing and registration of factories Health measures Safety measures Welfare measures Working hours Employment of women and young persons Annual leave provision Accident and occupational diseases Dangerous operations Penalties Obligations and rights of employees

Safety Provisions of the Act:

Fencing of machinery Each and every dangerous hazardous and moving part of machinery shall be securely fenced by safeguards of substantial Construction, which shall be constantly maintained and kept in position while the parts of machinery they are fencing are in motion or in use. Work on near machinery in motion There in any factory it becomes necessary to examine any part of machinery, such examination or operation shall be made or carried out only by a specially trained adult male worker wearing tight fitting clothing. Such worker shall not handle a belt at a moving pulley unless the belt is not more than fifteen centimetres in width. No woman or young person shall be allowed to clean, lubricate or adjust any part of a prime mover or of any transmission machinery while the prime mover or transmission machinery is in motion. Employment of young persons on dangerous machines No young person shall be required or allowed to work at any unless he has been fully instructed as to the dangers arising in connection with the machine and the precautions to be observed and has received sufficient training in work at the machine. Striking gear and devices for cutting off power In every factory- (a) suitable striking gear or other efficient mechanical appliance shall be provided and maintained and used to move driving belts to and from fast and loose pulleys which form part of the transmission machinery, such gear or appliances shall be so constructed, placed and maintained as to prevent the belt from creeping back on to the fast pulley. Self-acting machines No traversing part of a self-acting machine in any factory and no material carried thereon shall, if the apace over which it runs it a space over which any person is liable to pass, whether in the course of his employment or otherwise, be allowed to run on its outward or inward traverse within a distance of forty-five centimetres from any fixed structure which is not part of the machine. Casing of new machine In all machinery driven by power and installed in any factory after the commencement of this Act, every set screw, bolt or key on any revolving shaft, spindle, and wheel pinion shall be so sunk, encased or otherwise effectively guarded as to prevent danger. Prohibition of employment of women and children near cotton openers No woman or child shall be employed in any part of a factory for pressing cotton in which a cottonopener is at work.

Hoists and lifts In every factory every hoist and lift shall be (i) of good mechanical construction, sound material and adequate strength; and (ii) properly maintained, and shall be thoroughly examined by a competent person at least once in every period of six mouths. Every hoist-way and lift-way shall be sufficiently protected by an enclosure fitted with gates, and the hoist or lift and every such enclosure shall be so constructed as to prevent any person or thing from being trapped between any part of the hoist or lift and any fixed structure or moving part. Revolving machinery In every factory in which the process of grinding is carried on there shall be permanently affixed to or placed near each machine in use a notice indicating the maximum safe working peripheral speed of every grindstone or abrasive wheel, the speed or the shaft or spindle upon which the wheel is mounted, and the diameter of the pulley upon such shaft or spindle necessary to secure such safe working peripheral speed. Pressure plant If in any factory, any plant or machinery or any part thereof is operated at a pressure above atmospheric pressure, effective measures shall be taken to ensure that the safe working pressure of such plant or machinery or part is not exceeded. Floors, stairs and means of access All floors, steps, stairs, passages and gangways shall be of sound construction and properly maintained and shall be kept free from obstructions and substances likely to cause persons to slip, and where it is necessary to ensure safety, steps, stairs, passages and gangways shall be provided with substantial handrails. Pits, sumps, openings in floors etc In every factory fixed vessel, sump, tank, and pit or opening in the ground or in a floor which, by reasons of its depth, situation, construction or contents, is or may be a source of danger, shall be either securely covered or securely fenced. Excessive weights No person shall be employed in any factory to lift, carry or move any load so heavy as to be likely to cause him injury. Protection of eyes The State Government may by rules require that effective screens or suitable goggles shall be provided for the protection of persons employed on, or in the immediate vicinity of, the process.

Precautions against dangerous fumes, gasses etc No person shall be required or allowed to enter any chamber, tank, pit, pipe or other confined space in any factory in which any gas, fume, vapour or dust is likely to be present to such an extent as to involve risk to persons employed there. Explosive or inflammable dust, gas etc Where in any factory any manufacturing process produces dust, gas, fume or vapour of such character and to such extent as to be likely to explode to ignition, all practicable measures shall be taken to prevent any such explosion by: Effective enclosure of the plant or machinery used in the process; Removal or prevention of the accumulation of such dust, gas, fume or vapour; Exclusion or effective enclosure of all possible sources of ignition Precautions In case of fire In every factory, all practicable measures shall be taken to prevent outbreak or fire and its spread, both internally and externally, and to provide and maintain safe means of escape for all persons in the event of a fire, and the necessary equipment and facilities for extinguishing fire. Effective measures shall be taken to ensure that in every factory all the workers are familiar with the means of escape in case of fire and have been adequately trained in the routine to be followed in such cases. Safety of building and machinery If it appears to the Inspector that any building or part of a building or any part of the ways, machinery or plant in a factory is in such a condition that it is dangerous to human life or safety, he may serve on the occupier or manager or both of the factory an order in writing specifying the measures which in his opinion should be adopted, and requiring them to be carried out before a specified date. Safety officers In every factory, wherein one thousand or more workers are ordinarily employed, or wherein, in the opinion of the State Government, any manufacturing process or opera-tion is carried on, which process or operation involves any risk of bodily injury, poison-ing or disease, or any other hazard to health, to the persons employed in the factory, the occupier shall, if so required by the State Government by notification in the Official Gazette, employ such number of Safety Officers as may be specified in that notification.

The new industrial set-up has given birth to the capitalistic economy which divided the industrial society into two groups of labour and capitalists. The interests of these two groups are not common which created industrial disputes.

The causes of industrial disputes can be broadly classified into two categories: economic and noneconomic causes. The economic causes will include issues relating to compensation like wages, bonus, allowances, and conditions for work, working hours, leave and holidays without pay, unjust layoffs and retrenchments. The non economic factors will include victimization of workers, ill treatment by staff members, sympathetic strikes, political factors, indiscipline etc.

Economic causes :

The most common causes of industrial disputes are economic causes. These are follows:

Demand for higher Wages: Rise in the cost of living forces the workers to demand more wages to meet the rising cost of living index and to increase their standards of living. This brings them into conflict with their employers who are never willing to pay more wages to workers.

Demand for Allowances and Bonus: Increase in cost of living was the main cause of the demand of certain allowance allowances such as dearness allowance, house allowance, medical allowance, night shift allowance, conveyance allowance etc; by the workers to equate their wages with the rise of prices. Bonus also plays an important role as a cause of industrial dispute. Both the amount and the method of bonus payment have led to a number of disputes.

High Industrial Profits: In the changing world, concept of labour has changed considerably. At the present, employers consider themselves as a partner of the industry and demand their share in the profits.

Non- Economic Causes:

Working Conditions and Working Hours: The working conditions in Indian industries are not hygienic. There is not ample provision of water, heating, lighting, safety etc. On the other hand, working hours are also greater. The demand of palatable working conditions and shorter hours of work led to labour disputes

Modernization and Automation of Plant and Machinery: The attempt at modernization and introduction of automatic machinery to replace labour has been the major cause of disputes of India. Workers go on strike, off and on, to resist such rationalization.

Personnel Causes: Sometime industrial disputes arise because of personnel problems like dismissal, retrenchment, layoff, transfer, and promotion etc.

Political Causes: Various political parties control trade unions in India. In many cases, their leadership vests in hands of persons who are more interested in achieving their political interests rather than the interests of the workers.

Indiscipline: Industrial disputes also take place because of indiscipline and violation on part of the workforce. The managements to curb indiscipline and violence resort to lockouts

 Non-reorganization of trade unions: The employers usually do not like the interference by trade unions. They do not recognize them. This brings the workers into conflict with their employers.

Weakness of Trade Unions: Weaknesses of trade unions encourages the employers to deny certain basic needs of the workers such as medical, education and housing facilities etc. This led to resentment on the part of workers who resorted to direct action.

Miscellaneous causes: Behaviour of supervisors, Lack of proper communication between management and workers, Rumors spread out by trade union, Inter-trade union rivalry etc; are the other causes that cause dispute between management and employers.

Source: http://www.shvoong.com/business-management/management/1922306-causesindustrial-disputes/#ixzz1rJEDWhYO

Determination of economic production runs with a view to reduce setup costs. Proper co-ordination of the operations of various sections/departments responsible for production. To ensure regular and timely supply of raw material at the desired place and of prescribed quality and quantity to avoid delays in production. To perform inspection of semi-finished and finished goods and use quality control techniques to ascertain that the produced items are of required specifications. It is also responsible for product design and development.

Thus the fundamental objective of production control is to regulate and control the various operations of production process such a way that orderly flow of material is ensured at different stages of the production and the items are produced of right quality, in right quantity, at the right time with minimum efforts and cost.

The objectives or benefits of a system of production planning and control within a manufacturing firm are: 1. To ensure a system of regular availability and adequacy of labour, machines, and raw materials for production through the preparation of work and materials schedule thus allowing smooth and continuous production runs with reduced possibilities of disruptions and fewer stocking of raw materials. 2. To ensure that orders are met and that production targets and schedules are achieved in quantity, quality and cost. 3. To facilitate the co-ordination of production with other functions of business and ensure harmony with other sectional policies and the corporate objectives of the company. 4. To provide a basis for the maintenance of material and stock records 5. To ensure conformity of output with quality standards by maintaining constant touch between the design and the sales sections and the actual production department. 6. To use the best method of manufacture and minimize costs i.e. to ensure that the resources (costs) budgeted are not exceeded. 7. To make sure that machines and workers are co-ordinated and used efficiently i.e to prevent under and over utilization of equipment and manpower through the preparation of machine utilization schedules otherwise called machine loading. 8. To make sure that production workers understand what they are required to do through a clear definition of targets - what they are required to produce and the pace at which they are to work. 9. To respond to the pattern of demand and prevent unnecessary pilling of stocks at the

factory. 10. To point to or specify the actions that are needed to remedy deviation from planned or target output. 11. To ensure that the right raw materials and components are used for producing goods. 12. To avoid delays in production and errors arising form a stampede, rush or fire brigade approach. 13. To ensure that raw materials, finished goods and work in progress are generally maintained at the optimum levels with the cardinal aim of ensuring an uninterrupted system of production to meet demand.